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3232Radiologist Recruiting Tips – How to Save Time and Money and Hire the Right Candidatehttps://radbusiness.com/radiologist-recruiting-tips/
Thu, 26 Apr 2018 18:45:36 +0000https://radbusiness.com/?p=1093Let’s face it, no one likes recruiting. It is time consuming, expensive, and frustrating. RBS has two decades of experience recruiting radiologists for our management client practices. Over the years, we have learned that the key to successful radiologist recruiting efforts is through proper planning and the implementation of a standardized process. There are five […]

]]>Let’s face it, no one likes recruiting. It is time consuming, expensive, and frustrating. RBS has two decades of experience recruiting radiologists for our management client practices. Over the years, we have learned that the key to successful radiologist recruiting efforts is through proper planning and the implementation of a standardized process. There are five important phases to the recruiting process – preparing, sourcing, screening, interviewing, and closing. Sourcing candidates, although not easy, is straightforward. The ACR Career Center, Aunt Minnie, and other job boards are helpful sources, as is networking. Recruiters can also be a viable option if your own efforts are not leading you to enough candidates. This article will concentrate on the rest of the phases, which is where most radiologist recruiting efforts fall short.

Preparation

Before beginning any phases of the recruitment process, and even before there is a recruiting need, your group should consider forming a recruitment committee. Compartmenting the recruitment work makes the process more efficient and responsive. Every new recruiting effort should then begin with careful planning. The recruitment committee should be tasked with identifying preferred attributes of the new hire: What subspecialty training is needed? Which modalities are required, and which are not? The committee should also create a detailed job profile with key data points about the practice and job opportunity. Once the job profile has been approved by the practice, it becomes the “focal point” on which all discussions with candidates revolve. You should share the job profile with each candidate before interviewing as an introduction to the practice and a guide for questions and answers during the interview. In our experience, most candidates drop out when they receive mixed information from different members of the group. Singing with one voice shows the candidate that the group is organized, efficient, and cohesive.

Screening

All applicants should be processed by the recruitment committee. Each candidate should have a committee member assigned as the liaison/point of contact. The committee should review each candidate’s CV, ranking them with the following criteria in mind:

Fellowship training in the desired subspecialty

Subspecialty work desired vs what is available

Job history – noting any gaps or short job durations

Stated modalities performed or not performed

Education or training at institutions where other members of the group may have trained

Experience and work volume – can they meet the workload of the practice?

Family ties to the community/area

Reason why they are making a change

The goal should be to only interview highly ranked candidates who meet the criteria and preferably have ties to the community or area. Highly ranked candidates should have phone conversations with at least two members of the committee before the group commits to an in-person interview. This may sound onerous but can save time and money by limiting onsite interviews to candidates that are potential good fits and are more likely to accept a new position. Phone calls are cheap compared to plane tickets! It is important to take notes during candidate calls, detailing all the important information discovered. Phone interviewers should compare notes in a discussion with the full committee to solidify the best candidates and note discrepancies between interviews. The committee can decide if the candidate appears to meet the workload expectations and would fit with the group’s culture. Candidates with any “signal flags” should be set aside until all higher ranked candidates have been interviewed and dismissed. Some groups believe they must interview many candidates to find the right fit. With a clearly defined job profile and a recruitment committee dedicated to thorough screening, groups can confidently interview a select few suitable candidates with a high likelihood of signing.

References are a critical part of the screening process. Calling references is time consuming so the process should be reserved for candidates invited to interview in person. Committee members should create a form with questions to document reference calls efficiently and effectively.

Interviewing

The onsite interview process can make or break a successful recruitment effort. Interviews should only be scheduled when all or a majority of the recruitment committee and group leadership are available to participate. Scheduling an interview with key decision makers on vacation is a waste of time and money. Some practices do not pay for travel and lodging for interviews. If your practice is in a major metropolitan city and you have many promising applicants, then this may be acceptable; if not, we recommend covering costs. If you are interviewing a highly ranked candidate, covering the cost of the interview sends the message that the group values the candidate’s time and interest.

An agenda should be set and sent to the candidate in advance. This shows organization and clear interest in maximizing the candidate’s time. The agenda can be set by the committee or a practice manager. The agenda should include a minimum of 30 minutes for individual interviews with the group radiologists. In a small group, every radiologist should meet the candidate. Grumpy partners and those with attitude issues should not be left alone with candidates. Interviews can be wrecked by lone wolf partners! The agenda should include a tour of the department and introductions to department heads and key technologists. Many groups do not include hospital administration in their candidate interviews. We find this to be a lost opportunity for relationship development with the hospital. It also sends a clear signal to the candidate that there is a good relationship between the group and hospital administration. In our experience, getting the CEO, COO, or CFO on the agenda for a 15-minute meet-and-greet pays huge dividends. The interview agenda should be concluded with a dinner at a nice restaurant. Pick a smaller, quiet establishment or one with a private room. The point of the dinner is for everyone to get to know the candidate and his/her spouse on a personal level. If you can barely hear the person sitting next to you, it is a waste of time and money.

Always invite the spouse and pay for both to visit. We all know spouses are crucial in decision-making. If a candidate asks to interview without their spouse, you should only accept if there is a tight community tie. If a candidate tells you their spouse will go wherever they get a good job, they are lying to you and to themselves! Set up a community tour for the spouse when the candidate is at the hospital. A tour with a known real estate agent to see neighborhoods, homes, and schools is valuable and appreciated.

One committee member or the practice manager should act as a liaison for the candidate throughout the interview process, guiding the candidate through the day. Try not to hand off the candidate or send them on a journey to find the next person to meet. Thoughtful attention to detail during the interview process does not go unnoticed by candidates.

Closing the Deal

Recruiting efforts often fail during the closing process. There must be a timely post-interview process in place for the group to assess the candidate, review or call more references, communicate with the candidate, and possibly make an offer. Many good candidates have been lost during lag time to follow up. The committee member liaison should contact the candidate within a day or two to make sure they arrived home safely and answer immediate questions. Ask the candidate directly if they are interested in the job and how it ranks with others they are considering. Ask the candidate what their timeframe is for making a decision. Inform the candidate of the group’s decision-making process and timeline. The committee member should report the details of the call to the partners, which will help indicate the next steps.

Simultaneously, the committee should email the group partners the day after the interview for feedback. This ensures the interview is still fresh in their minds. Ask each radiologist who met the candidate to comment on the candidate’s credentials, experience, modality fit, work/volume expectations, personality/cultural fit, and interest in the job. It is also valuable to assess the perception of the spouse’s interest in the community. With this information available, the committee can quickly determine whether the group is in agreement about a candidate’s suitability and whether an offer should be put up for a vote. If the group decides to make an offer to a candidate who has indicated that they will accept, a contract should be sent within two weeks. Long delays and poor communication at this critical point can deter promising candidates.

Summary

The key elements to successfully hiring new radiologists are preparation, standardization of process, and good communication. Effort put into planning beforehand will not only ensure success, but also save on time, money, and frustration. Thoughtful and honest sharing of information between the candidate and the group during the screening process ensure that only quality, serious candidates are interviewed. Every effort during the process should be designed to maximize the candidate’s interest in the practice. Through our work with many different clients and their management teams, we have found that the recruiting process sets the stage for the long-term integration and overall happiness of radiologists in a new practice. We hope these tips will help your practice organize and improve your recruiting efforts and success!

Daniel Corbett is the Chief of Business Development for Radiology Business Solutions, a national radiology management and consulting company. He is responsible for client staffing and has been recruiting radiologists exclusively for the past 18 years, with 30 years in the healthcare staffing business. RBS has recruited over 500 radiologists for management client practices and other independent radiology practices.

]]>Top Reasons Why Radiologists Change Jobs (and what to do about it)https://radbusiness.com/radiologist-turnover-top-reasons-radiologists-change-jobs/
Tue, 16 Jan 2018 16:50:35 +0000https://radbusiness.com/?p=993Radiology Job Market Heating Up The radiology job market has intensified over the last year with a marked increase in job offers across the country. The demand for radiologists in a dwindling pool of applicants means that radiology recruitment will become increasingly difficult for private practice groups. Determining future staffing requirements and developing recruitment plans […]

The radiology job market has intensified over the last year with a marked increase in job offers across the country. The demand for radiologists in a dwindling pool of applicants means that radiology recruitment will become increasingly difficult for private practice groups. Determining future staffing requirements and developing recruitment plans is an advantageous step to protecting against the market trend. Yet there is a more effective step to prepare for the future and avoid the cost and stress of recruiting a new radiologist: avoid radiologist turnover by retaining the ones you have.

How do you sustain physician retention and a solid group core? 1) understanding the reasons why radiologists leave practices for new ones; 2) implementing change to remedy issues and keep your team happy.

The RBS team has the experience and understanding to help you identify issues and improve your practice. We have been recruiting radiologists since our inception. Over the years, we have worked with hundreds of radiologist candidates and have learned the key reasons why they choose to leave their practice. RBS also actively monitors the AuntMinnie General Radiology Forum, a site where radiologists discuss problems with their practices and often reveal “deal breakers”. Through our experiences and research, we have determined the essentials for keeping radiologists happy and comfortable. We recognize that there are some factors in physician transitions that cannot be overcome, but proactive groups with positive work environments will be able to mitigate many of the job dissatisfiers we hear about every day. This article will outline (in no particular order) the major issues practices face and offer advice to promote harmony and increase staff retention.

Partnership (or lack thereof)

Radiologists commonly leave groups because partnership and parity expectations are not met. They expect to be offered partnership within the timeframe established by the practice and detailed during the hiring process. If partnership is not offered or it is delayed without reasonable explanation, expect your radiologist to look for other opportunities. Unfortunately, some groups use this “delay or deny” practice as a tool to keep the current partners at a higher income level. This dishonesty gains groups a reputation in the market as “churn and burn” practices. Most of these groups are in highly attractive areas where there is no shortage of recently trained radiologists willing to take the chance on becoming the exception. Unfortunately for the rest of us, any unintentional delays can send the wrong message to radiologists. A clearly detailed partnership track with the expectations of performance to attain partnership is a critical component for recruiting and retaining high quality radiologists. It is well worth the time and effort for a group to be proactive and adhere to its partnership commitments as a professional organization. This requires organization and follow through – both hallmarks of good group practices.

Radiology Group Dysfunction / Dishonesty

Real or perceived, dishonesty, deceit, and dysfunction in a practice is a primary driver of radiologist turnover. Over the past two decades, RBS consulting teams have evaluated dozens of private radiology practices and witnessed unbelievable levels of dysfunction and poor behavior. Greed, manipulation, deceit, anger, outbursts, swearing, and generally unacceptable behavior are hallmarks of these dysfunctional groups. These behaviors can drive deep wedges between group partners and create a highly stressful working environment. In many instances, group radiologists elect to leave instead of dealing with bad behavior and dysfunction. In many cases, a single “bad-apple” can cause disharmony for the entire group. Even well-intentioned partners may have difficulty identifying or addressing the root cause of the dysfunction. There are many ways to bring in help, work through issues, and promote a more rewarding environment. Failure to take steps to address internal strife ultimately leads to external job searches and resignations. Again, being proactive can help remedy the issue before it grows out of control.

Group Acquisition and Lost Contracts

A newer phenomenon in radiology is the corporate acquisition of private practices. There are many examples where group partners are paid large buy-outs while recently hired associates get nothing but the opportunity to stay on as an employee or leave. In most cases, the choice is obvious. A group considering a sale of the practice that hires a new radiologist without explaining the potential sale is the lowest form of deceit. The same is true for losing a hospital contract.

Radiologist Turnover – Case 1

RBS was contacted by a young radiologist about a new job. Apparently, he moved his family to join his first practice, only to be let go three months later when the group lost its contract at the hospital where he was recruited to work. Most hospital service contracts have a 90-120 day notice period – the group certainly knew the loss would occur but allowed the radiologist to move his family and start work anyway. The expense and stress forced upon this young radiologist was immense and his decision to look for another position was inevitable. A group considering a sale, a merger or acquisition should be transparent with all physicians. A consultant assisting with one of these considered transactions may be able to help align all physicians’ interests and help ensure security.

Financial Dishonesty

Misleading radiologists regarding salary and bonuses is a top “deal breaker” for most employees. Many groups do not share actual partnership income data with new radiologists, often just verbalizing rough numbers. If the income or bonus is significantly lower than what is expected, chances are you may need to start the radiologist recruiting cycle again. Sometimes groups will disclose current partner pay without clarifying the drop it will take once it is diluted by another partner. Retaining quality radiologists starts with transparency, especially when it comes to income. Transparency is achieved through sharing information, including physicians in group discussions, and listening to all members’ perspectives.

Workload Expectations

When recruiting, an organized group will provide clear data on the volume, shifts, and call expected of the new radiologist. Unfortunately, workload expectations are a major cause of turnover in private practice. A radiologist recently out of training will need time to reach the productivity levels of experienced partners. Many groups account for this ramp up time, but others push new hires too hard, leading to stress, burnout, and eventually job changes. Providing a spreadsheet of the group’s current productivity and expectations to a candidate is an effective remedy for conflicting expectations. More important, however, is having a thoughtful plan regarding workload, job assignments, and fundamental fairness. It is not always possible to staff sites and worklists in a completely equal fashion. There are competing interests that need to be balanced, including the expectations of the hospitals, the needs of the medical staff, and the desire for specialty interpretations. A group using a well-planned, fair, and transparent system to create work assignments and monitor productivity will engender support and loyalty. Conversely, a group that makes these important decisions arbitrarily, in secret and without explanation, will lose team members’ trust. Having neutral influences, administrative oversight, and a scheduling/productivity committee may be a logical step to overcome this concern.

Leadership/Management Deficiencies

Another cause of radiologist turnover is frustration with ineffective leadership and management. A poorly led practice causes undue stress and financial insecurity for the radiologists. Lack of proper administration can affect income, workload, efficiency, quality documentation, regulatory compliance, and hospital relations. If the stress becomes too great, radiologists will surely search for better managed practices where the focus lies in clinical radiology rather than business issues and politics.

Some groups have practice managers who are unqualified to manage a complex multi-million dollar business like a radiology practice. Others have managers who play favorites, demonstrating loyalty to only a few group members at the expense of the rest. RBS has often seen change of leadership destroy a practice, as in the case below.

Radiologist Turnover – Case 2

A managing senior radiologist in a 15-radiologist practice retired without mentoring a replacement, leading to complete chaos within the group. The manager had tight control over the practice vendors, work schedule, and infrastructure, and after 30 years of leading, he left his group without a life vest. This placed enormous stress on the remaining radiologists, causing several of the best producers to leave. This example has manifested in different forms, usually leading to the need for major intervention and restructuring of the group to survive.

As the field of radiology has grown increasingly complex, the expertise needed to manage a multi-million dollar radiology practice has increased to match it. Radiology practices should have a leadership transition plan with mentoring of other radiologists to lead the practice and provide proper operational management.

Location and Family

Finally, location and family can strongly influence a radiologist’s interest in accepting and keeping a position. If a radiologist finds an offer in a more desired location or closer to family, they will be inclined to relocate. Maybe more importantly, if a spouse is unhappy after moving to a new, unfamiliar location, there will be a strong push to seek other positions closer to family, no matter how much the radiologist is happy with the group. If the spouse is miserable, it is not a matter of whether they move, but when. While location and proximity to family is beyond a group’s control, proper communication during the recruitment phase can prevent a short employment that puts a burden on both the employer and employee. Always make sure there is communication between the group and spouse. Always encourage a candidate’s spouse to attend the interview visit and interact with the group. Any perceived uneasiness or pushback from the spouse should be noted because this resistance may be a sign of a short employment.

Proper Radiologist Staffing = Security

Maintaining a proper staffing level may be the most important factor for radiology group stability and security. Short-staffed groups experience high levels of stress due to high workloads, less vacation, more weekends, slower turnaround times, and decreased service levels for hospitals and medical staff. It has been RBS’ experience that the main reason private practices lose their hospital contracts is a short-staffed practice leading to a decrease in service levels at the hospital.

It has been reported that 8% of the practicing radiologists in the US are at or over retirement age. With the growing economy and record high stock market, we can expect the increase in job openings to continue as more senior radiologists retire. Retirements are unavoidable, but losing other productive radiologists is the avoidable downfall for busy private practices.

Groups that identify internal issues and take corrective action steps to avoid dysfunction will be able to retain their radiologists and better recruit replacements for retiring radiologists. Private practices with adequate staffing levels and proper management provide a less stressful working environment and higher quality of life for the partners. Proper staffing maintains high service levels and superior hospital relationships, providing long term security for the group and its partners. RBS has helped many struggling practices transform into thriving businesses and we confidently can say this: Proactive radiology groups will thrive in this challenging job market and ensure the security of their practice and their practitioners.

Daniel Corbett is the Chief of Business Development for Radiology Business Solutions, a national radiology management and consulting company. He is responsible for client staffing and has been recruiting radiologists exclusively for the past 18 years. RBS has recruited over 500 radiologists for management client practices and other independent radiology practices.

]]>Radiology Business Solutions Announces New CEO Robert Schafferhttps://radbusiness.com/rbs-announces-new-ceo-robert-schaffer/
Fri, 01 Dec 2017 23:09:40 +0000https://radbusiness.com/?p=951Health Law Veteran Advances to CEO of Radiology Business Solutions, a National Management and Consulting Company Flint, MI — Radiology Business Solutions (RBS), the trusted leader in radiology and medical specialty practice management and consulting, announced the appointment of Robert Schaffer as RBS’ chief executive officer and general counsel effective September 1, 2017. Mr. […]

]]>Health Law Veteran Advances to CEO of Radiology Business Solutions, a National Management and Consulting Company

Flint, MI — Radiology Business Solutions (RBS), the trusted leader in radiology and medical specialty practice management and consulting, announced the appointment of Robert Schaffer as RBS’ chief executive officer and general counsel effective September 1, 2017. Mr. Schaffer continues more than 22 years of relevant industry experience, including 11 years with RBS, in his new role. He previously served as RBS’ Chief Legal Officer since 2006, after nearly 10 years of private law practice.

Mr. Schaffer has experience in all areas of RBS and has served as a voice for the company in operations, business development and legal support for clients nationwide. He earned his bachelor’s degrees from Denison University and his law degree from Detroit College of Law, now Michigan State University.

“We welcome Robert’s experience and leadership to our entire client community,” said Mr. Daniel Corbett, one of the RBS partners and a VP of Business Development. “In his new role as chief executive, he will be responsible for helping our team reach its potential, connect with existing clients and navigate through the rapidly changing health care climate. His results-oriented approach, demonstrated leadership with clients and ability to think strategically will play a pivotal role in extending our track record of reliability and innovation, while helping us grow.”

“RBS is at the forefront of radiology practice management. Our clients’ operations are sound and ever improving through attention to detail, responsiveness and strategic alignments. The most knowledgeable and experienced “doers” are using RBS to modernize business practices and find answers to imaging’s toughest business and staffing challenges,” said Schaffer. “I am excited to be part of RBS, building on one of radiology’s best names that I’ve had a hand in creating side-by-side with each member of the RBS team.”

About Radiology Business Solutions

RBS, the trusted leader in radiology consulting and practice management, is focused on helping health care systems, hospitals and groups solve the most demanding radiology business challenges. Visit www.radbusiness.com for more information.

]]>Radiologist Job Market Outlook – November 2017https://radbusiness.com/radiologist-job-market-outlook-november-2017/
Tue, 07 Nov 2017 14:57:12 +0000https://radbusiness.com/?p=923Daniel Corbett, Chief of Business Development, Radiology Business Solutions The job market for radiologists is shifting once again: job opportunities are on the rise and employers are having difficulty filling vacancies. Over the past 15 years, Radiology Business Solutions (RBS) has been providing radiologist recruiting services for group and hospital management clients nationwide. Through extensive […]

]]>Daniel Corbett, Chief of Business Development, Radiology Business Solutions

The job market for radiologists is shifting once again: job opportunities are on the rise and employers are having difficulty filling vacancies. Over the past 15 years, Radiology Business Solutions (RBS) has been providing radiologist recruiting services for group and hospital management clients nationwide. Through extensive experience placing radiologists and filling job vacancies, we have monitored the job market and observed the trend firsthand. We’d like to share our observations with you and keep you in-the-know as the radiology job market fluctuates.

What the Job Numbers Say

Trends benefiting radiologist candidates have been steadily increasing since 2015. Radiologist recruitment is at an all-time high as practice leaders can no longer fill positions through networking and internet ads. Across the country, recruitment companies have experienced an influx of radiologist requests. A demand for locum tenens is also on the rise and daily pay rates for the position have consistently increased.

RBS has seen this shift in supply and demand firsthand. In July 2015, RBS placed a job posting on the American College of Radiology (ACR) Career Center website for a client in rural Pennsylvania. At the time, there were 144 jobs posted with 1,260 CVs available for review in the resume bank. Our position posting received 35 online applicants in the first three days with a total of 107 applicants over a 30-day posting period. The position was filled quickly.

In May 2017, two years later, RBS placed the same posting for the same client on the ACR Career Center site. There were 510 jobs posted at the time, with only 345 CVs in the resume bank. Our posting generated only eight inquiries by the end of a 30-day run. ACR Career center job postings have continued to increase since then.

ACR Career Center Job Postings

RBS has seen similar results throughout the past two years- the demand for radiologists rises as the supply diminishes. Not surprisingly, our results have been consistent with national statistics. The 2017 ACR Commission on Human Resources Workforce Survey expects a positive outlook for radiologists seeking work over the next few years, finding a 14.1% increase in radiology jobs in 2017 compared to 2016.¹ Job opportunities were at an unprecedented low in 2013, and the recent optimistic trend for job seekers has created a competitive market for employers.

Fig 7. The 2017 survey results: hiring projection trends 2011 to 2017

Why the Radiologist Job Market Changed

Baby Boomers are the most obvious demographic of the growing radiology job market, affecting both patient and practitioner. As the sizeable generation ages, their increased medical needs call for more imaging in the already expanding field. Likewise, radiologists of the Baby Boomer generation are retiring, leaving groups with an inadequate pool of efficient and productive practitioners.

The 2017 Medical Marketing Services AMA Master List found that among the current 29,149 board-certified radiologists practicing nationwide, 9,880 radiologists are over the age of 60 and 2,250 are over the age of 70.² Over 33% of practicing radiologists are close to or beyond retirement age. In contrast, approximately 1,200 individuals joined the workforce this year. Plainly, radiologists are retiring at a speed that surpasses the number of individuals finishing fellowships. With a growing need for and declining pool of practicing radiologists, available positions are increasing and competition has heightened for employers.

What to Expect in the Future

The 2017 ACR Workforce Survey found that hiring projections will continue to increase over the next year. In both rural and urban practices and throughout radiology subspecialties, employers will be hiring more practitioners among a smaller selection of applicants. The ACR Workforce Survey determined that their annual one-year projections have been substantially accurate, but their three-year predictions were consistently lower than the actual hiring rate. The ACR was not able to foresee this drastic increase in job availability and predicts an even greater spike in the coming years.

This is great news for Fellows who will soon be entering the job market and for experienced radiologists looking to make a change and less-than-great news for groups losing productive radiologists. Currently, there are 730 jobs posted on the ACR site and we see no sign of this slowing. RBS estimates that total job postings could reach 900 by the end of 2018.

What Should We Do?

Practices with radiologists nearing retirement should work to solidify timeframes for their retirement, allowing the group a full year or more to recruit a quality replacement. Understaffed radiology groups should reconsider their recruiting strategy, partnership track lengths, and starting salaries.

Over the hundreds of radiology business consulting projects RBS has conducted over the past 15 years, we have consistently seen staffing shortages leading to overworked and stressed radiologists and groups. Perpetual and recurrent understaffing inevitably leads to service and quality issues, resulting in complaints by medical staff and potentially risking the group’s hospital contract. With a shortage of radiologists projected for the next few years, radiology groups should prioritize staffing to minimize burnout, maintain service levels, and provide security for the practice.

RBS has adapted to fit the needs of employers during this challenging time, now offering a “concierge” style approach to recruiting radiologists for non-management clients. We conduct detailed analyses of both the radiology group and the position they hope to fill, studying the group’s history, leadership, and expectations in order to differentiate the job opportunity from others. RBS then sets the stage for meaningful and productive interviews that lead to effective hiring. By leveraging accurate information with real relationships within the group, RBS is able to more effectively identify interested candidates and pre-qualify them for interviews, thereby saving time and costs in a challenging radiology job market.

]]>RBS and HealthCare Appraisers, Inc. offer 2016 Imaging Center Valuation Surveyhttps://radbusiness.com/rbs-and-healthcare-appraisers-inc-offer-2016-imaging-center-valuation-survey/
Tue, 16 Feb 2016 17:43:05 +0000https://pub-173.244.41.5.webdomainone.com/?p=674RBS and HealthCare Appraisers, Inc. (“HAI”) have teamed up to develop The Imaging Center Valuation Survey, which is a valuable new resource for Imaging Center owners, managers and industry participants. HAI and RBS invite you to participate in this brief survey, which should take no longer than 10 minutes to complete. As a participating imaging […]

]]>RBS and HealthCare Appraisers, Inc. (“HAI”) have teamed up to develop The Imaging Center Valuation Survey, which is a valuable new resource for Imaging Center owners, managers and industry participants. HAI and RBS invite you to participate in this brief survey, which should take no longer than 10 minutes to complete. As a participating imaging center professional, you will receive a complimentary copy of the survey results.

]]>RBS and UPMC Altoona featured in 2013 RSNA edition of Radiology Today.https://radbusiness.com/rbs-and-upmc-altoona-featured-in-2013-rsna-edition-of-radiology-today/
Sun, 01 Dec 2013 17:56:04 +0000http://coruscant.snhdns.com/~wwwrbs/?p=389Few hospitals can successfully compete with an independent freestanding imaging center unless they establish their own facilities outside the hospital, according to RBS President Mark Weiss, MD. He says patients don’t want to go to the hospital for imaging services if there’s an alternative available. Both the hospital and RBS recognized that Altoona Regional would […]

Few hospitals can successfully compete with an independent freestanding imaging center unless they establish their own facilities outside the hospital, according to RBS President Mark Weiss, MD. He says patients don’t want to go to the hospital for imaging services if there’s an alternative available. Both the hospital and RBS recognized that Altoona Regional would have to develop its own freestanding center.

]]>RBS quoted in Radiology Today article on partner compensation.https://radbusiness.com/rbs-quoted-in-radiology-today-article-on-partner-compensation/
Sun, 01 Sep 2013 17:09:40 +0000http://coruscant.snhdns.com/~wwwrbs/?p=398RBS was quoted in Radiology Today’s September 2013 issue regarding compensation. “It really engages the doctors to look at the system,” Corbett says. “If everyone wants the afternoon shift and no one is trading, you’re paying too much for that shift. You have the right balance when radiologists are only making changes for vacation and […]

“It really engages the doctors to look at the system,” Corbett says. “If everyone wants the afternoon shift and no one is trading, you’re paying too much for that shift. You have the right balance when radiologists are only making changes for vacation and family reasons.”

Corbett admits the system is complex, but he believes it is flexible and can be tweaked to address a group’s individual needs to account for shift differential, part-time partners, and reduced call.

]]>RBS quoted in Radiology Today article on IR practice trends.https://radbusiness.com/rbs-quoted-in-radiology-today-article-on-ir-practice-trends/
Sat, 01 Sep 2012 17:07:35 +0000http://coruscant.snhdns.com/~wwwrbs/?p=395RBS was quoted in Radiology Today’s September 2012 issue. In the split, Mark Weiss, MD, an interventional radiologist and president of Radiology Business Solutions in Flint, Michigan, sees the leading edge of a trend he expects to become common practice in another 10 years. “Interventional radiology [IR] has matured to the point where it may […]

In the split, Mark Weiss, MD, an interventional radiologist and president of Radiology Business Solutions in Flint, Michigan, sees the leading edge of a trend he expects to become common practice in another 10 years. “Interventional radiology [IR] has matured to the point where it may no longer be part of radiology but part of medicine at large … and interventional radiologists are looking to build clinical practices,” he says.

]]>RBS quoted in Radiology Today article on goodwill value.https://radbusiness.com/rbs-quoted-in-radiology-today-article-on-goodwill-value/
Sat, 01 May 2010 17:02:47 +0000http://coruscant.snhdns.com/~wwwrbs/?p=392RBS was quoted in the Radiology Today article from the May 2010 issue. Goodwill value, for all practical purposes, is dead among radiologists calculating and negotiating their partnership buy-sell agreements, according to veteran management consultant Daniel R. Corbett of Radiology Business Solutions. Corbett, whose recruiting work finds him talking with about 100 radiologists each week, […]

]]>RBS was quoted in the Radiology Today article from the May 2010 issue.

Goodwill value, for all practical purposes, is dead among radiologists calculating and negotiating their partnership buy-sell agreements, according to veteran management consultant Daniel R. Corbett of Radiology Business Solutions. Corbett, whose recruiting work finds him talking with about 100 radiologists each week, says when it comes to paying for goodwill, today’s job candidates “simply aren’t buying it.”